# Analyze the case. What do you think were the crucial problems? What culture-specific problems do you observe?
- different mistakes culture
- verry different Powerdistance
- no questions in traninigs -> no objections to trainer (powerdistance)
- Chinese economy is more focused on quantity than quality (getting a new )
- the training did go wrong -> he didnt knew he had to report

# Compare Chinese and German culture using Geert Hofstede's Geert Hofstede's cultural assessment approaches. What conclusions can be drawn from this for the case?
## Powerdistance (CH 35 - GE 80)
- fear that mistakes could fall back to him
- "People should not have aspirations beyond their rank." -> self-thinking is a matter of course in GE
## Individualism (CH 20 - GE 67)
- low individualism could reult in fear of beeing expandable if mistakes are made
- Mistakes could fall back on the family (losing the face)
- High expectations of the parents
## Uncertainty Avoidance (CH 30 - GE 65)
- more practical orientated
# What advice would you give Mr. Quandt so that such a breakdown can be avoided in the future? also be avoided at the Chinese plant?
- perhaps let the chinees do the Training and not use the GE strategy
- dont only teach them how to use the machinary also teach them to use the reporting system (if the stick to this approch)